Preface
Acknowledgments
About the Editors
I. INTRODUCTION
Reading 1: Understanding and Using the Best Sellers, by Jon L. Pierce and John W. Newstrom
Reading 2: Reflections on the Best Sellers and A Cautionary Note, by Jon L. Pierce and John W. Newstrom, with Larry L. Cummings, Brad Jackson, and Anne Cummings
II. BEST-SELLER “CLASSICS”
Reading 1: The Practice of Management, by Peter F. Drucker
Reading 2: The One Minute Manager, by Kenneth Blanchard and Spencer Johnson
Reading 3: Out of the Crisis, by W. Edwards Deming
Reading 4: The Human Side of Enterprise, by Douglas McGregor
Reading 5: Maslow on Management, by Abraham H. Maslow
Reading 6: The Seven Habits of Highly Effective People, by Stephen R. Covey
Reading 7: The Fifth Discipline, by Peter Senge
Reading 8: Competitive Advantage, by Michael E. Porter
III: HIGH- AND LOW-PERFORMING ORGANIZATIONS
Reading 1: Good to Great, by Jim Collins
Reading 2: Big Winners and Big Losers, by Alfred Marcus
Reading 3: How the Mighty Fall, by Jim Collins
IV. ORGANIZATIONAL STRATEGY AND EXECUTION
Reading 1: Higher Ambition by Michael Beer, Russell Eisenstat, Nathaniel Foote, Tobias Fredberg, and Flemming Norrgren
Reading 2: Responsible Restructuring, by Wayne F. Cascio
V. ORGANIZATIONAL CULTURE
Reading 1: Organizational Culture and Leadership, by Edgar H. Schein
Reading 2: Transparency: How Leaders Create a Culture of Candor, by Warren Bennis, Daniel Goleman, and James O’Toole
VI. MOTIVATION
Reading 1: The Enthusiastic Employee, by David Sirota, Louis A. Mischkind, and Michael Irwin Meltzer
Reading 2: Psychological Capital, by Fred Luthans, Carolyn M. Youssef, and Bruce J. Avolio
Reading 3: Why Pride Matters More Than Money, by Jon R. Katzenbach
Reading 4: Mojo, by Marshall Goldsmith with Mark Reiter
VII. LEADERSHIP AND POWER
Reading 1: Positive Leadership, by Kim Cameron
Reading 2: Bad Leadership, by Barbara Kellerman
Reading 3: Power, by Jeffrey Pfeffer
PART VIII. TEAMS AND TEAMWORK
Reading 1: Collaborative Intelligence: Using Teams to Solve Hard Problems, by J. Richard Hackman
Reading 2: Beyond Teams, by Michael M. Beyerlein, Sue Freedman, Craig McGee, and Linda Moran
IX. ORGANIZATIONAL CHANGE
Reading 1: Building the Bridge as You Walk on It, by Robert E. Quinn
Reading 2: A Sense of Urgency, by John P. Kotter
X. “UNDISCUSSABLE” ISSUES AT WORK
Reading 1: Workplace Survival, by Ella W. VanFleet and David D. VanFleet
Reading 2: The No-Asshole Rule, by Robert I. Sutton
Reading 3: It’s All Politics, by Kathleen Kelley Reardon
XI. MANAGERIAL DECISION-MAKING
Reading 1: Thinking, Fast and Slow, by Daniel Kahneman
Reading 2: Super Crunchers, by Ian Ayres
Reading 3: Gut Feelings: The Intelligence of the Unconscious, by Gerd Gigerenzer
XII. ETHICS AND AUTHENTICITY IN THE WORKPLACE
Reading 1:Blind Spot, by Max H. Bazerman and Ann E. Tenbrunsel
Reading 2: Authentic Leadership, by Bill George
XIII. EMOTIONS: POSITIVE, NEGATIVE, AND IRRATIONAL
Reading 1: Prisoners of Our Thoughts, by Alex Pattakos
Reading 2: Toxic Emotions at Work, by Peter J. Frost
Reading 3: The Upside of Irrationality and Predictably Irrational by Dan Ariely
XIV. SOCIAL TECHNOLOGIES AT WORK
Reading 1: Groundswell, by Charlene Li and Josh Bernoff
Reading 2: Content Rules, by Ann Handley and C.C. Chapman
XV. MANAGEMENT FABLES: LESSONS FOR SUCCESS
Reading 1: Who Moved My Cheese?, by Spencer Johnson
Reading 2: Fish! by Stephen C. Lundin, Harry Paul, and John Christensen
Reading 3: The Fun-Minute Manager, by Bob Pike, Robert C. Ford, and John W. Newstrom
XVI. CONTEMPORARY THINKING ABOUT MANAGEMENT
Reading 1: What Were They Thinking?, by Jeffrey Pfeffer
Reading 2: Managing, by Henry Mintzberg
Reading 3: Hard Facts, Dangerous Half-Truths, and Total Nonsense, by Jeffrey Pfeffer and Robert I. Sutton
Reading 4: Hot, Flat, and Crowded, by Thomas Friedman
Glossary of Terms
Bibliography of Inclusions
Index
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